Management Links
MANAGEMENT: Leadership

"Profitability is the Key to Value. If You've Got it, Flaunt It. If You Don't Have It, Get It (business strategy). If You Can't Get It, Get Out (capital strategy)."

--- Bill Fruhan, Professor of Finance, Harvard Business School, author of: Financial Strategy: Studies in the Creation, Transfer, and Destruction of Shareholder Value.

(Dial Corp.), Herb Baum with Tammy Kling (2004). The Transparent Leader: How To Build a Great Company through Straight Talk, Openness, and Accountability. (New York, NY: HarperBusiness, 235 p.). CEO, Dial Corp. Leadership; Executive ability. 

(GE), Robert Slater (1999). Jack Welch and the GE Way: Management Insights and Leadership Secrets of the Legendary CEO. (New York, NY: McGraw-Hill, 328 p.). Welch, Jack, 1935- ; General Electric Company--Management; Chief executive officers--United States--Biography; Industrial management--United States; Leadership--United States.

--- (2001). Get Better or Get Beaten!: 29 Leadership Secrets from GE's Jack Welch. (New York, NY: McGraw-Hill, 194 p. [2nd ed.]). Welch, Jack, 1935- ; Leadership; Industrial management; Competition.

(GM), Allyn Freeman (2005). The Leadership Genius of Alfred P. Sloan: Invaluable Lessons on Business, Management, and Leadership for Today's Manager. (New York, NY: McGraw-Hill, 248 p.). Sloan, Alfred P. (Alfred Pritchard), 1875-1966; General Motors Corporation--History; Leadership; Businesspeople--United States--Biography; Success in business. Proven principles for success.

(Goldman Sachs), John C. Whitehead (2005). A Life in Leadership: From D-Day to Ground Zero. (New York, NY: Basic Books, 281 p.). Former Co-Chairman (Goldman, Sachs & Co.). Whitehead, John C., 1922- ; United States. Dept. of State--Officials and employees--Biography; Goldman, Sachs & Co.--Biography; Lower Manhattan Development Corporation--Biography; Cabinet officers--United States--Biography; Investment bankers--New York (State)--New York--Biography; City planning--New York (State)--New York; Executives--United States--Biography; Nonprofit organizations--United States.

(HCA), Bob Vraciu (2003). Leadership To Win: A Biography of R. Clayton McWhorter. (Franklin, TN: Hillsboro Press, 163 p.). McWhorter, R. Clayton; HealthTrust; Hospital Corporation of America. 

(ICI), John Harvey-Jones (1988). Making It Happen: Reflections on Leadership. (London, UK: Collins, 266 p.). Former Chairman, ICI. Leadership.

(Intel Israel), Dov Frohman, Robert Howard (2008). Leadership the Hard Way: Why Leadership Can’t Be Taught and How You Can Learn It Anyway. (San Francisco, CA: Jossey-Bass, 160 p.). Founder and First General Manager of Intel Israel; Former Senior Editor of the Harvard Business Review. Leadership. Method of living, working that can facilitate learning of leadership - how to go against current, fight conventional wisdom, embrace unexpected; trusting oneself, valuing intuition, principles, imagination as much as hard skills and analysis.

(Lilly), Randall Tobias ; with Todd Tobias (2003). Put the Moose on the Table: Lessons in Leadership from a CEO's Journey through Business and Life. (Bloomington, IN: Indiana University Press, 279 p.). Former CEO, Eli Lilly (1993-1998). Tobias, Randall; Organizational change; Industrial management--United States--Case studies; Executives--United States--Biography.

(Mary Kay Cosmetics), Jim Underwood (2003). More than a Pink Cadillac: Mary Kay, Inc.'s Nine Leadership Keys to Success. (New York, NY: McGraw-Hill, 204 p.). Mary Kay Cosmetics--Case studies; Leadership; Success in business. 

(Matsushita), John P. Kotter (1997). Matsushita Leadership: Lessons from the 20th Century's Most Remarkable Entrepreneur. (New York, NY: Free Press, 302 p.). Professor (Harvard Business School). Matsushita, K¯onosuke, 1894-; Matsushita Denki Sangy¯o--History; Industrialists--Japan--Biography; Electronic industries--Japan--History. Winner of 1997 Global Business Book Awards sponsored by The Financial Times and Booz-Allen & Hamilton.

(Medtronic), Bill George; foreword by Warren Bennis (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. (San Francisco, CA: Jossey-Bass, 240 p.). Former CEO, Medtronic. Leadership; Organizational effectiveness. 

(Medtronic), Bill George with Peter Sims; foreword by David Gergen (2007). True North: Discover Your Authentic Leadership. (San Francisco, CA: Wiley, 288 p.). Former Medtronic CEO, Harvard Business School Professor. Leadership; Organizational effectiveness. 5 key areas: 1) know your authentic self, 2) define your values, leadership principles, 3) understand your motivations, 4) build your support team, 5) stay grounded by integrating all aspects of your life.

(Microsoft), Anna Rowley (2007). Leadership Therapy: Inside the Mind of Microsoft. (New York, NY: Palgrave Macmillan, 256 p.). Psychologist, exclusive consultant to Microsoft since 1996. Leadership; Success in business; Executive ability. Major problems all managers face, how to conquer them; characteristics every leader must have to succeed in demanding environment (belief, confidence, self-awareness, trust, power, ambition); tools that have helped clients to attain their potential.

(Nestle), Helmut Maucher (1994). Leadership in Action: Tough-Minded Strategies from the Global Giant. (New York, NY: McGraw-Hill, 160 p.). Chairman, CEO (Nestle). Nestlé Company--Management; Food industry and trade--Switzerland--Management--Case studies; Food--Marketing--Case studies; Strategic planning--Switzerland--Case studies; International business enterprises--Switzerland--Management--Case studies.

(Ruder Finn), Kathy Bloomgarden (2007). Trust: The Secret Weapon of Effective Business Leaders. (New York, NY: St. Martin’s Press, 223 p.). Co-CEO of Ruder Finn, Inc. Trust; Values; Organizational effectiveness. Characteristics that make today’s leaders successful; principles, techniques they use to earn confidence of employees, colleagues, customers, public.

(Starbucks), Howard Behar with Janet Goldstein (2007). It’s Not About the Coffee: Leadership Principles from a Life at Starbucks. (New York, NY: Portfolio, 183 p.). Starbucks Snior Executive since 1989 (28 stores). Behar, Howard; Starbucks Coffee Company; Leadership--Psychological aspects; Integrity; Customer relations. From regional outlet to corporation with international reach: employees (not labor costs), customers (not sources of revenue) as human beings; Know Who You Are: Wear One Hat (values, purpose, goals); Think Independently: The Person Who Sweeps the Floor Should Choose the Broom (get rid of rules, encourage independent thinking); Be Accountable: Only the Truth Sounds Like the Truth (no secrets, no lies of omission, no hedging, dodging); Take Action: Think Like a Person of Action and Act Like a Person of Thought (sweet spot of passion, purpose, persistence).

(Tom's of Maine), Tom Chappell (1999). Managing Upside Down: The Seven Intentions of Values-Centered Leadership. (New York, NY: Morrow, 220 p.). Leadership; Management; Values; Business ethics.

(USC), Steven B. Sample; foreword by Warren Bennis (2002). The Contrarian's Guide to Leadership. (San Francisco, CA: Jossey-Bass, 192 p.). President, University of Southern California. Leadership.

(Young & Rubicam), Peter Georgescu, with David Dorsey; foreword by Ram Charan (2005). The Source of Success: Five Enduring Principles at the Heart of real Leadership. (San Francisco, CA: Jossey-Bass, 208 p.). Chairman Emeritus (Young & Rubicam). Leadership; Success. 

Laurence D. Ackerman (2000). Identity Is Destiny: Leadership and the Roots of Value Creation. (San Francisco, CA: Berrett-Koehler Publishers, 220 p.). Group Director of Siegel & Gale. Corporate image; Leadership. Organization's underlying identity contains key to creating value, drives success of corporation;  "laws of identity" - help managers be authentic leaders, recruit employees who flourish, develop product mix that meets customer needs, highlights talents of organization.

James A. Autry (1991). Love and Profit: The Art of Caring Leadership. (New York, NY: Morrow, 213 p.). Job enrichment; Caring; Interpersonal relations; Organizational change.

Bruce J. Avolio, Fred Luthans (2005). The High Impact Leader: Moments Matter in Accelerating Authentic Leadership Development. (New York, NY: McGraw Hill, 273 p.). Professor of Leadership (University of Nebraska), Director of the Gallup Leadership Institute and a Gallup Senior Scientist; Professor of Management (University of Nebraska), Gallup Senior Scientist. Leadership. How to develop, leverage leadership strengths into positive, lasting improvement for you and the organization.

Jospeh L. Badaracco (2002). Leading Quietly: An Unorthodox Guide To Doing the Right Thing. (Boston, MA: Harvard Business School Press, p.). Leadership.

James A. Belasco & Ralph C. Stayer (1993). Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead. (New York, NY: Warner Books, 355 p.). Leadership; Management--Employee participation.

Warren Bennis (1989). Why Leaders Can't Lead: The Unconscious Conspiracy Continues. (San Francisco, CA: Jossey-Bass, 169 p.). Leadership; Social change; United States--Civilization--20th century; United States--Social conditions.

--- (2003). On Becoming a Leader: The Leadership Classic--Updated And Expanded. (Reading, MA: Perseus Books, 256 p. [orig. pub. 1989]). Leadership; Leadership--Case studies.

Ed. Warren Bennis, Gretchen M. Spreitzer, Thomas G. Cummings (2001). The Future of Leadership: Today's Top Leadership Thinkers Speak to Tomorrow's Leaders. (San Francisco, CA: Jossey-Bass, 316 p.). Leadership; Organizational effectiveness; Organizational change; Management. 

Warren G. Bennis, Robert J. Thomas (2002). Geeks and Geezers: How Era, Values, and Defining Moments Shape Leaders. (Boston, MA: Harvard Business School Press, p.). Leadership; Executive ability; Executives--Biography. 

Warren Bennis & Burt Nanus (2003). Leaders: Strategies for Taking Charge. (New York, NY: HarperBusiness, 235 p. [2nd ed.]). Leadership; Executive ability.

Warren Bennis and Robert Townsend (1995). Reinventing Leadership: Strategies To Empower the Organization. (New York, NY: Morrow, 187 p.). Leadership; Decentralization in management.

Warren Bennis; foreword by Tom Peters (1993). An Invented Life: Reflections on Leadership and Change. (Reading, MA: Addison-Wesley, 238 p.). Leadership; Organizational change; Business ethics.

--- (2000). Managing the Dream: Reflections on Leadership and Change. (Cambridge, MA: Perseus Pub., 317 p.). Bennis, Warren G.; Leadership; Organizational change.

Warren Bennis, Daniel Goleman, James O’Toole ; with Patricia Ward Biederman (2008). Transparency: How Leaders Create a Culture of Candor. (San Francisco, CA: Jossey-Bass, 130 p.). University Professor of Business Administration (University of Southern California); Author; Chairman, Business Ethics (Denver University). Disclosure of information; Corporate governance; Corporate culture. Why many organizations contain truth; practical ways organizations, leaders, members, boards can achieve openness; multifaceted importance of candor; what promotes transparency, what hinders it; how leaders often stymie flow of information, structural impediments that keep information from getting where it needs to go. 

Warren G. Bennis with Patricia Ward Biederman (2010). Still Surprised: A Memoir of a Life in Leadership. (San Francisco, CA: Jossey-Bass, 272 p.). Distinguished Professor of Business Administration (University of Southern California). Bennis, Warren G.; Executives --United States --Biography; Leadership; Management. Triumphs, struggles of man considered pioneer in contemporary field of leadership studies; how world-changing ideas resulted from encounters, events, experiences; how students of leadership are formed: 1) by what they discover about themselves on roads that are opened to them by circumstances, 2) by roles they choose to carve out for themselves as result; art of leading well flows from becoming integrated person, able to discover, define, redefine oneself in face of surprises, challenges.

Lee G. Bolman, Terrence E. Deal (2001). Leading with Soul: An Uncommon Journey of Spirit. (San Francisco, CA: Jossey-Bass, 258 p.). Leadership--Moral and ethical aspects; Leadership--Religious aspects.

Lee G. Bolman and Terrence E. Deal (1991). Reframing Organizations: Artistry, Choice and Leadership. (San Francisco, CA: Jossey-Bass, 492 p.). Leadership, Management, Organizational Behavior.

--- (2006). The Wizard and the Warrior: Leading with Passion and Power. (San Francisco, CA: Jossey-Bass, 248 p.). Marion Bloch/Missouri Chair in Leadership at the Bloch School of Business and Public Administration (University of Missouri–Kansas City); Irving R. Melbo Clinical Professor at the Rossier School of Education (University of Southern California). Leadership; Management. Defining moments and experiences of exemplary leaders.

Richard Boyatzis and Annie McKee (2005). Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion. (Boston, MA: Harvard Business School Press, 240 p.). Professor in the Department of Organizational Behavior at the Weatherhead School of Management (Case Western Reserve); Co-chair of the Teleos Leadership Institute, teaches at the University of Pennsylvania, Graduate School of Education. Leadership. Individuals who manage their own and others' emotions in ways that drive success. 

David L. Bradford and Allan R. Cohen (1997). Managing for Excellence: The Leadership Guide to Developing High Performance in Contemporary Organizations. (New York, NY: Wiley, 313 p.). Management; Leadership.

--- (1998). Power Up: Transforming Organizations Through Shared Leadership. (New York, NY: Wiley, 364 p.). Leadership; Organizational change.

Kim S. Cameron (2008). Positive Leadership: Strategies for Extraordinary Performance. (San Francisco, CA: Berrett-Koehler Publishers, 132 p.). Professor of Management and Organizations, Michigan Business School. Leadership; Organizational effectiveness -- Management. Atypical leadership strategies that enable levels of performance to exceed expectations, excel beyond norm, reach almost impossible levels of excellence.

Ira Chaleff (2003). The Courageous Follower: Standing Up To & For Our Leaders. (San Francisco, CA: Berrett-Koehler, 240 p. [2nd ed.]). Organizational sociology; Organizational behavior; Leadership; Power (Social sciences).

James Champy and Nitin Nohria (2000). The Arc of Ambition: Defining the Leadership Journey. (Cambridge, MA: Perseus Books, 272 p.). Ambition; Leadership; Opportunity.

Ram Charan (2007). Know-How: The 8 Skills That Separate People Who Perform from Those Who Don’t. (New York: Crown Business, 304 p.). Leadership; Management; Organizational change. 1) Position business; 2) pinpoint patterns of external change; 3) shape way people work together; 4) judge people by truth; 5) mold working team of leaders; 6) know what company can realistically achieve; 7) set priorities; 8) deal with societal pressures.

--- (2008). Leaders at All Levels: Deepening Your Talent Pool To Solve the Succession Crisis. (San Francisco, CA: Jossey-Bass, 192 p.). Leadership; Executive succession--Planning. How top companies solve problem of leadership succession; leadership development as core competency; adaptable leadership pool is a competitive advantage; concept of leadership "gene pool".

--- (2008). Leadership in the Era of Economic Uncertainty: The New Rules for Getting the Right Things Done in Difficult Times. (New York, NY: McGraw-Hill, 160 p.). Leadership; Financial crises; Achievement motivation. Unprecedented challenge: worldwide economic downturn; cash, credit dwindling; sales forecasts dismal; morale sinking; suppliers disappearing; immediate practical actions: 1) protect cash flow, use cash more efficiently; 2) use ground intelligence; position business to thrive in aftermath; 3) develop better understanding of customers; 4) reevaluate pricing strategy, capital expenditures; 5) cut costs strategically.

Boyd Clarke & Ron Crossland (2002). The Leader's Voice: How Your Communication Can Inspire Action and Get Results! (New York, NY: Select Books, 169 p.). Leadership; Communication in organizations; Interpersonal communication.

Ed Cohen (2007). Leadership Without Borders: Successful Strategies from World-Class Leaders. (Singapore: Wiley (Asia), 283 p.). Senior Vice President for Satyam Computer Services, Satyam School of Leadership in Hyderabad, India. Leadership. Practical insights provided by large number of global business leaders into five key areas: 1)personal characteristics required to ensure success as global leader; 2) business acumen needed to thrive as global leader; 3) methods for expanding global awareness  ("worldview"); 4) people leadership skills, attributes needed to succeed; 5) business leadership skills, attributes that will enhance global leadership ability; successful strategies carried out by exceptional global leaders of eight world-class organizations.

Willam A. Cohen (1990). The New Art of the Leader: Leading with Integrity and Honor. (Englewood Cliffs, NJ: Prentice-Hall Press, 303 p. [rev. ed.]). Leadership.

Jay A. Conger (1992). Learning To Lead: The Art of Transforming Managers into Leaders. (San Francisco, CA: Jossey-=Bass, 234 p.). Leadership.

Jay A. Conger, Beth Benjamin (1999). Building Leaders: How Successful Companies Develop the Next Generation. (San Francisco, CA: Jossey-Bass, 278 p.). Leadership--Study and teaching; Executives--Training of.

Eds Conger, Jay A., Ronald E. Riggio; foreword by Bernard M. Bass. (2006). The Practice of Leadership: Developing the Next Generation of Leaders. ( San Francisco, CA: Jossey-Bass, 402 p.). Kravis Research Chair in Leadership Studies (Claremont McKenna College); Henry R. Kravis Professor of Leadership and Organizational Psychology, and Director of the Kravis Leadership Institute (Claremont McKenna College). Leadership--Congresses. Top scholars who outline best leadership practices.

Eds. Linda Coughlin, Ellen Wingard, Keith Hollihan (2005). Enlightened Power: How Women Are Transforming the Practice of Leadership. (San Francisco, CA: Jossey-Bass, 539 p.). Chief Administrative Officer (Cendant Corporation); Executive Coach on the Faculty of the Institute for Women's Leadership; Writer. Leadership; Women executives. 

Philip B. Crosby (1986). Running Things: The Art of Making Things Happen. (New York, NY: McGraw--Hill, 253 p.). Philip Crosby Associates. Leadership; Management.

--- (1990). Leading: The Art of Becoming an Executive. (New York, NY: McGraw-Hill, 214 p.). Philip Crosby Associates. Leadership; Executive ability.

Mihaly Csikszentmihalyi (2003). Good Business: Leadership, Flow, and the Making of Meaning. (New York, NY: Viking, 244 p.). Success; Quality of work life; Business Psychological aspects; Job satisfaction; Happiness.

Richard L. Daft (2010). The Executive and the Elephant: A Leader’s Guide for Building Inner Excellence. (San Francisco, m CA: Jossey-Bass, 336 p.). Brownlee O. Currey, Jr. Chair in the Owen Graduate School of Management (Vanderbilt University). Leadership. Ongoing struggle between instinct, creative mind; struggle between instinct (elephant), intention (executive); how this phenomenon occurs; method for directing themselves more productively; finding balance, cultivating behavior of others.

Ed. Dinna Louise C. Dayao (2000). Asian Business Wisdom: Lessons from the Region's Best and Brightest Business Leaders. (New York, NY: Wiley, 261 p.). Chief executive officers--Asia; Leadership; Success in business--Asia.

Manfred F.R. Kets de Vries (1989). Prisoners of Leadership. (New York, NY: Wiley, 246 p.). Managerial Psychoanalyst (Profess of Human Resources (Insead). Leadership; Management.

--- (1993). Leaders, Fools, and Impostors: Essays on the Psychology of Leadership. (San Francisco, CA: Jossey-Bass, 224 p.). Managerial Pschoanalyst, Professor of Human Resources (Insead). Leadership; Executives--Psychology; Interpersonal relations. Series: The Jossey-Bass management series; The Jossey-Bass social and behavioral science series.

--- (1995). Life and Death in the Executive Fast Lane: Essays on Irrational Organizations and Their Leaders. (San Francisco, CA: Jossey-Bass, 252 p.). Managerial Psychoanalysts, Professor of Human Resource Management (Insead). Industrial management; Leadership.

Manfred F.R. Kets de Vries with Elizabeth Florent-Treacy (1999). The New Global Leaders: Richard Branson, Percy Barnevik, and David Simon. (San Francisco, CA: Jossey-Bass, 188p.). Branson, Richard; Barnevik, Percy; Simon of Highbury, David Alec Gwyn Simon, Baron, 1939- ; Virgin Group; British Petroleum Company; ABB Asea Brown Boveri Ltd.; International business enterprises--Management--Case studies; Organizational change--Case studies.

David L. Dotlich, Peter C. Cairo (2003). Why CEOs Fail: The 11 Behaviors That Can Derail Your Climb to the Top-and How To Manage Them. (San Francisco, CA: Jossey-Bass, 208 p.). Former Executive Vice President of Honeywell International and Groupe Bull; Partner in CDR International and member of the faculty of Columbia University Business School Executive Education. Leadership; Chief executive officers; Executive ability; Organizational effectiveness. 

David L. Dotlich, Peter C. Cairo, Stephen H. Rhinesmith (2006). Head, Heart, and Guts: How the World’s Best Companies Develop Complete Leaders. (San Francisco, CA: Jossey-Bass, 240 p.). Former Executive Vice President (Honeywell International); Former Chairman of the Department of Counseling and Organizational Psychology (Columbia University); Former Special Ambassador to the Soviet Union, Former President (Holland America Line). Executive coaching; Leadership; Executive ability; Excellence; Employee selection. Three most important capabilities leaders must demonstrate today: ability to set strategy, empathize with others, take risks. 

Diane Downey, Tom March, Adena Berkman (2001). Assimilating New Leaders: The Key to Executive Retention. (New York, NY: AMACOM. Leadership; Executive ability; Employee retention.

Charles M. Farkas and Philippe de Backer (1996). Maximum Leadership: The World's Leading CEOs Share Their Five Strategies for Success. (New York, NY: Holt, 287 p.). Leadership; Success in business; Chief executive officers--Attitudes. Interviews with CEOs of 157 large, multinational companies.

Richard Farson; foreword by Michael Crichton (1996). Management of the Absurd: Paradoxes in Leadership. (New York, NY: Simon & Schuster, 172 p.). Management; Leadership. 30 paradoxical ideas.

Steven Feinberg (2008). The Advantage Makers: How Exceptional Leaders Win by Creating Opportunities Others Don’t. (Upper Saddle River, NJ: FT Press, 277 p.). Leadership; Executive ability; Creative ability in business. See possibilities others miss; learn more, learn faster, transform insights into breakaway strategies; more effective collaborators, more powerful influencers, better at handling adversity, dramatically more successful at execution.

Compiled by Julie M. Fenster (2000). In the Words of Great Business Leaders. (New York, NY: Wiley, 392 p.).Business--Quotations, maxims, etc.; Leadership--Quotations, maxims, etc.; Executives--Quotations. Experience of nineteen business legends, in their own words.

Sydney Finkelstein, Jo Whitehead, and Andrew Campbell (2009). Think Again: Why Good Leaders Make Bad Decisions and How To Keep It from Happening to You. (Boston, MA: Harvard Business School Press, 256 p.). Professor at the Tuck School of Business (Dartmouth); Directors of Strategic Management Centre (Ashridge Business School). Decision making; Leadership. How usually beneficial processes of human mind can become traps when facing big decisions; how shortcuts can derail decision making; bad decisions deconstructed, how you to avoid same fate.

Sander A. Flaum and Jonathon A. Flaum with Mechele Flaum; foreword by John Glenn (2005). The 100-Mile Walk: A Father and Son on a Quest To Find the Essence of Leadership. (New York, NY: AMACOM, 255 p.). Former Chairman of the Advertising Agency Network Euro RSCG Life, Founder of the Leadership Forum at Fordham Graduate School of Business, Man of the Year for the Healthcare industry in 2002; Founder/CEO of WriteMind Communications (speechwriter and coach for leaders). Leadership. Father, son hash out 9 P's of leadership: people, purpose, passion, performance, persistence, perspective, paranoia, principles and practice. 

Allyn Freeman (2005). The Leadership Genius of Alfred P. Sloan: Invaluable Lessons on Business, Management, and Leadership for Today’s Manager. (New York, NY: McGraw-Hill, 248 p.). Sloan, Alfred P. (Alfred Pritchard), 1875-1966; Industrial management--United States; Success in business; Leadership--United States; Management--United States; Businesspeople--United States--Biography; United States--Politics and government--2001. Sloan's principles for success.

Kevin and Jackie Freiberg (2004). Guts!: Companies that Blow the Door Off Business-as-Usual. (New York, NY: Currency Doubleday, 278 p.). Co-owners, Managing Partners of the San Diego Consulting Group, Inc. Leadership; Industrial management. 

Don M. Frick (2004). Robert K. Greenleaf: A Life of Servant-Leadership. (San Francisco, CA: Berrett-Koehler, 432 p.). Greenleaf, Robert K.; Executives United States Biography; Business consultants United States Biography; Leadership; Management; Organizational effectiveness. 

Stewart D. Friedman (2008). Total Leadership: Be a Better Leader, Have a Richer Life. (Boston, MA: Harvard Business School Press, 272 p.). Founding Director of the Wharton School's Leadership Program and of Wharton's Work/Life Integration Project. Leadership --Psychological aspects; Executives --Conduct of life; Quality of work life; Work and family; Self-actualization (Psychology) --Problems, exercises, etc. Game-changing blueprint for how to perform well as a leader by finding mutual value among work, home, community, private self.

Michael Fullan (2008). The Six Secrets of Change: What the Best Leaders Do To Help Their Organizations Survive and Thrive. (San Francisco, CA: Jossey-Bass, 176 p.). Professor Emeritus of the Ontario Institute for Studies in Education (University of Toronto). Organizational change; Communication in organizations; Management; Interpersonal communication; Employee empowerment; Employee motivation. 1) Love Your Employees, 2) Connect Peers with Purpose, 3) Capacity Building Prevails, 4) Learning Is the Work, 5)Transparency Rules, 6) Systems Learn.

Robert Galford, Anne Siebold Drapeau (2003). The Trusted Leader: Bringing Out the Best in Your People and Your Company. (New York, NY: Free Press,    p.). Leadership--Moral and ethical aspects; Business ethics; Organizational behavior--Moral and ethical aspects; Industrial management--Moral and ethical aspects; Employee motivation; Trust.

Robert M. Galford, Regina Fazio Maruca (2006). Your Leadership Legacy: Why Looking Toward the Future Will Make You a Better Leader Today. (Boston, MA: Harvard Business School, 194 p.). Managing Partner of the Center for Executive Development; Principal at the Center for Executive Development. Leadership; Corporate culture. "Legacy thinking" to exert positive effect on work immediately; defined by how others approach work, life as result of having worked with you.

Howard Gardner; in collaboration with Emma Laskin (1995). Leading Minds: An Anatomy of Leadership. (New York, NY: BasicBooks, 400 p.). Leadership; Leadership--Case studies.

Jeffrey E. Garten (2002). The Politics of Fortune: A New Agenda for Business Leaders. (Boston, MA: Harvard Business School Press, p.). Leadership; Chief executive officers--Attitudes; Executive ability; Business ethics; Social responsibility of business; Corporations--Moral and ethical aspects; International trade--Moral and ethical aspects; Industrial management--Moral and ethical aspects; Business and politics--Moral and ethical aspects; Industries--Security measures; National security--United States.

Mark Gerzon (2006). Leading Through Conflict: How Successful Leaders Transform Differences into Opportunity. (Boston, MA: Harvard Business School, 273 p.). Co-Director of the Global Leadership Network. Conflict management; Leadership. Framework for leader as mediator, eight specific tools to transform seemingly intractable differences into progress.

Abraham L. Gitlow (1992). Being the Boss: The Importance of Leadership and Power. (Homewood, IL: Dow Jones-Irwin, 216 p.). Leadership; Executive ability; Control (Psychology).

Rob Goffee and Gareth Jones (2006). Why Should Anyone Be Led by You? (Boston, MA: Harvard Business School Pub., 244 p.). Professor of Organizational Behavior (London Business Scho); Visiting Professor at INSEAD, Formerly Director of Human Resources (BBC). Leadership. Social nature of leadership  - authentic, engaging, consistent.

Daniel Goleman, Richard Boyatzis, Annie McKee (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. (Boston, MA: Harvard Business School Press, 306 p.). Leadership--Psychological aspects; Management--Psychological aspects; Executive ability; Emotional intelligence.

Eds. Jonathan Gosling, Peter Case and Morgen Witzel (2007). John Adair: Fundamentals of Leadership. (New York, NY: Palgrave Macmillan, 256 p.). Director of the Centre for Leadership Studies (University of Exeter); Professor of Leadership and Organisation Studies (University of Exeter); Honorary Senior Fellow at the School of Business and Economics (University of Exeter). Adair, John Eric, 1934- ; Leadership. Depth of Adair's influence on leadership (church,  army, higher education, business); fresh and original perspectives on Adair's ideas.

Stedman Graham (2006). Diversity: Leaders not Labels. (New York, NY: Free Press, 242 p.). Minority professional employees--United States; Leadership--Psychological aspects; Self-actualization (Psychology); Diversity in the workplace--United States. Success based on results, performance, excellence;  developing leaders rather than accepting labels is ultimately best way to preserve culture and create a legacy. 

Keith Grint (2000). The Arts of Leadership. (New York, NY: Oxford University Press, 440 p.). Professor of Leadership Studies and Director of the Lancaster Leadership Centre at Lancaster Management School. Leadership. Notion of leadership in portraits of some of world's most famous leaders.

--- (2005). Leadership: The Hierarchy Principle. (New York, NY: Palgrave Macmillan, 183 p.). Professor of Leadership Studies and Director of the Lancaster Leadership Centre at Lancaster Management School. Leadership; Executive ability; Organizational effectiveness. Critical review, analysis of key components of leadership; foundations of good leadership, relationship between leaders and subordinates, role leaders play in dynamics of organizational life.

Howard Haas with Bob Tamarkin (1992). The Leader Within: An Empowering Path of Self-Discovery. (New York, NY: HarperBusiness, 247 p.). Leadership; Executive ability.

Eds. Donald C. Hambrick, David A. Nadler, Michael L. Tushman (1998). Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation. (Boston, MA: Harvard Business School Press, 414 p.). Leadership; Executive ability; Organizational change.

David A. Heenan & Warren Bennis (1999). Co-Leaders: The Power of Great Partnerships. (New York, NY: Wiley, 312 p.). Leadership; Chief executive officers.

Ronald A. Heifetz (1994). Leadership without Easy Answers. (Cambridge, MA: Belknap Press of Harvard University Press, 348 p.). Leadership.

Eds. Edward D. Hess, Kim S. Cameron (2006). Leading with Values: Positivity, Virtue, and High Performance. (New York, NY: Cambridge University Press, 238 p.). Adjunct Professor of Organization and Management, Executive Director of the Values-Based Leadership Institute, Founder and Executive Director of the Center for Entrepreneurship and Corporate Growth (Goizueta Business School, Emory University); Professor of Management and Organization (University of Michigan Business School), Professor of Higher Education in the School of Education (University of Michigan). Acting ethically and virtuously, treating all stakeholders with respect and dignity, can create extraordinary outcomes without sacrificing performance and profits.

Ronald A. Heifetz, Marty Linsky (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading. (Boston, MA: Harvard Business School Press, p.). Leadership.

Craig R. Hickman (1990). Mind of a Manager, Soul of a Leader. (New York, NY: Wiley, 287 p.). Management; Leadership; Corporate culture; Executive ability.

Linda A. Hill and Kent L. Linebeck (2011). Being the Boss: The 3 Imperatives for Becoming a Great Leader. (Boston, MA: Harvard Business Review Press, 284 p.). Wallace Brett Donham Professor of Business Administration at the Harvard Business School. Supervision of employees; Executive ability; Management; Leadership. Three imperatives: 1) manage yourself (accomplish things through others, no getting things done yourself); 2) manage a network (how power, influence work in organization; build network of mutually beneficial relationships to navigate company's complex political environment); 3) manage a team (high-performing "we" out of all "I"s).

Mike Hoyle & Peter Newman (2006). Simply A Great Manager. (London, UK: Cyan Communications, 192 p.). Management Consultants (LSE and University of Chicago; McGill and the University of Western Ontario). Management; Leadership. 15 fundamental principles derived from real experience of successful managers.

Richard L. Hughes, Robert C. Ginnett, Gordon J. Curphy (2005). Leadership: Enhancing the Lessons of Experience. (Boston, MA: McGraw-Hill/Irwin, 592 p. [5th ed.]). Senior Enterprise Associate at the Center for Creative Leadership (Colorado Springs, CO); Senior Fellow at the Center for Creative Leadership;. Leadership. Empirical studies, interesting anecdotes, stories and findings apply theory and research to real-life experiences.

Lee Iacocca; with Catherine Whitney (2007). Where Have All the Leaders Gone? (New York, NY: Scribner, 274 p.). Former CEO, Chrysler. Leadership--United States; Political leadership--United States. Call to action: hard work, common sense, integrity, generosity, optimism. Vote, get involved, choose leaders carefully.

Jason Jennings (2009). Hit the Ground Running: A Manual for New Leaders. (New York, NY: Portfolio, 246 p.). Leadership; Executive ability; Success in business. New leader - toughest job in business: quickly assess situation, pull together strong team, decide on strategy, inspire everyone to execute it; America's best performing new CEOs of decade - doubled revenues, more than tripled earnings per share, doubled net profit margins.

Bill Joiner, Stephen Josephs (2006). Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change. (San Francisco, CA: Jossey-Bass, 336 p.). Partners in ChangeWise, Leadership and Organization Development Firm. Leadership--Psychological aspects; Organizational change--Psychological aspects; Maturation (Psychology); Leadership--Psychological aspects--Case studies; Organizational change--Psychological aspects--Case studies; Maturation (Psychology)--Case studies. Five levels leaders move through in developing agility.

Rosabeth Moss Kanter (2004). Confidence: How Winning Streaks and Losing Streaks Begin and End. (New York, NY: Crown, 304 p.). Professor, Harvard Business School. Success in business; Success; Confidence. 

Paul Kearns (2007). The Value Motive: The Only Alternative to the Profit Motive. (Hoboken, NJ: Wiley, 265 p.). Management; Leadership; Value; Organizational effectiveness. Manage for maximum value; refine profit motive, not replace it; if value  replaced profit motive, would reconcile interests of CEOs, shareholders, citizens, government; profits would still rise, society would gain value.

Barbara Kellerman (2008). Followership: How Followers Are Creating Change and Changing Leaders. (Boston, MA: Harvard Business School Press, 288 p.). James MacGregor Burns Lecturer in Public Leadership at Harvard University's Kennedy School of Government. Leadership; Organizational behavior. Followers in their own right, in relation to their leaders; becoming more important than leaders less; five different types of followers: Isolates, Bystanders, Participants, Activists, Diehards .

Robert E. Kelley (1992). The Power of Followership: How To Create Leaders People Want To Follow, and Followers Who Lead Themselves. (New York, NY: Doubleday/Currency, 260 p.). Leadership. 

John P. Kotter (1985). Power and Influence. (New York, NY: Free Press, 218 p.). Executive ability; Managing your boss; Leadership.

--- (1990). A Force for Change: How Leadership Differs from Management. (New York, NY: Free Press, 180 p.). Leadership; Industrial management; Leadership; Organization and Administration.

--- (1996). Leading Change. (Boston, MA: Harvard Business School Press, 187 p.). Professor (Harvard Business School). Organizational change; Leadership; Industrial organization; Strategic planning.

--- (1999). John P. Kotter on What Leaders Really Do. (Boston, MA: Harvard Business School Press, 184 p.). Leadership; Management. 

James M. Kouzes, Barry Z. Posner (2002). The Leadership Challenge (How To Get Extraordinary Things Done in Organizations). (San Francisco, CA: Jossey-Bass, 458 p. [3rd ed.]). Leadership; Executive ability; Management.

James M. Kouzes, and Barry Z. Posner (2006). A Leader's Legacy. (San Francisco, CA: Jossey-Bass: San Francisco, CA: Jossey-Bass, 202 p.). Executive Fellow at the Center for Innovation and Entrepreneurship (Santa Clara University), formerly president, CEO, and chairman of the Tom Peters Company; Dean of the Leavey School of Business, Professor of Leadership (Santa Clara University) Leadership. Leadership. Critical questions in four categories to leave lasting impact: Significance, Relationships, Aspirations, Courage.

--- (2010). The Truth About Leadership: The No-Fads, Heart-of-the-Matter Facts You Need To Know. (San Francisco, CA: Jossey-Bass, 224 p.). Dean's Executive Professor of Leadership, Leavey School of Business (Santa Clara University); Professor of Leadership (Santa Clara University). Leadership; Executive ability. What it means to lead; ten time-tested truths that show what every leader must know, questions they must be prepared to answer, real-world issues they will likely face; fundamental, enduring truths of leadership that hold constant regardless of context or circumstance: leaders make a difference, credibility, values, trust, leading by example, heart, more.

Donald L. Laurie (2000). u> The Real Work of Leaders: A Report from the Front Lines of Management. (Cambridge, MA: Perseus Pub., 203 p.). Leadership; Management.

Paul R. Lawrence; foreword by Warren Bennis (2010). Driven To Lead: Good, Bad, and Misguided Leadership. (San Francisco, CA: Jossey-Bass, 336 p.). Wallace Brett Donham Professor of Organizational Behavior Emeritus (Harvard Business School). Leadership; Executive ability. Four drive theory of human behavior (acquire, defend, comprehend, bond) to leadership realm; history of leadership in political, economic, symbolic institutions as result of one of three types of leadership: 1) good leadership (fulfill four drives in balanced manner); 2) misguided leadership (fulfill one or some of four drives while ignoring or suppressing others); 3) evil leadership (missing drive to bond, have influence over others, only fulfill drives to acquire, defend, comprehend); framework of human behavior can be used to cultivate stellar leadership/leaders which balances four drives while avoiding negative leadership, leaders who are missing drive to bond.

Harry Levinson, with the assistance of Cynthia Lang (1981). Executive. (Cambridge, MA: Harvard University Press, 370 p. [orig. pub. 1968]). Executives; Leadership.

Harry Levinson (2006). Harry Levinson on the Psychology of Leadership. (Boston, MA: Harvard Business School Pub., 184 p.). World-Renowned Psychiatrist and Neurologist. Leadership. More than a dozen of Levinson's most insightful writings on work-life issues: avoiding burnout, pursuing a second career, dealing with abrasive personalities, handling emotional and career challenges facing middle-aged managers.

JJeanne Liedtka, Bob Rosen, Robert Wiltbank (2009). The Catalyst: How You Can Become an Extraordinary Growth Leader. (New York, NY: Crown, 288 p.). Executive Director of Darden Business School's Batten Institute; CEO, Healthy Companies International; Professor of strategic management in the Atkinson Graduate School of Management (Willamette University). Creative ability in business; Change (Psychology); Organizational change; Success in business. Three-year study of leaders who created organic growth in companies, people able to consistently deliver numbers, despite internal obstacles, highly challenging conditions in marketplace; how ordinary managers in any economy can do extraordinary things to build sustainable growth engine: 1) turn lemons into lemonade; 2) get bigger box; 3) get rid of monkey; 4) could be staring you right in face; 5) do it. now!.

Chris Lowney (2003). Heroic Leadership: Best Practices from a 450-Year-Old Company That Changed the World. (Chicago, IL: Loyola Press, 330 p.). Jesuits History; Leadership. 

Michael Maccoby (1976). The Gamesman: The New Corporate Leaders/a>. (New York, NY: Simon & Schuster, 285 p.). Former Director, Technology, Public Policy, Human Development Program (Kennedy School of Government, Harvard University); former associate of Erich Fromm. Executives--United States; Executives--United States--Interviews; Leadership.

--- (1981). The Leader: A New Face for American Management. (New York, NY: Simon & Schuster, 284 p.). Former Director, Technology, Public Policy, Human Development Program (Kennedy School of Government, Harvard University); former associate of Erich Fromm. Leadership; Organizational effectiveness.

--- (1989). Why Work: Motivating and Leading the New Generation. (New York, NY: Simon & Schuster, 270 p.). Former Director, Technology, Public Policy, Human Development Program (Kennedy School of Government, Harvard University); former associate of Erich Fromm. Leadership; Employee motivation; Organizational effectiveness.

--- (2003). The Productive Narcissist: The Promise and Peril of Visionary Leadership. (New York, NY: Broadway Books, 298 p.). Leadership; Narcissism.

--- (2007). The Leaders We Need: And What Makes Us Follow. (Boston, MA: Harvard Business School Press, 240 p.). Leadership; Leadership--Psychological aspects; Context effects (Psychology); Transference (Psychology). Powerful motivations propel followers ("transferences"). Many relate to their leader as to some important person from the past (parent, sibling, close friend). key for leaders: being sensitive to how  group’s collective psychology, social context shape its leadership needs. 

--- (2007). Narcissistic Leaders: Who Succeeds and Who Fails. (Boston, MA: Harvard Business School Press, 330 p.). Leadership; Organizational effectiveness. Most innovative leaders are "productive narcissists" with interrelated set of skills (foresight, systems thinking, visioning, motivating, partnering); personality best suited to lead during times of rapid social and economic change.

George Manning, Kent Curtis (2005). The Art of Leadership. (Boston, MA: McGraw-Hill/Irwin, 413 p. [2nd ed.]). Professor of Psychology (Northern Kentucky University); Professor of Leadership Development (Northern Kentucky University). Leadership. Interactive approach to explore Leadership Development. Behavior theory, practical application,   personalized learning encourages development of full potential as leader.

Michael Marquardt (2005). Leading with Questions: How Leaders Find the Right Solutions by Knowing What To Ask. (San Francisco, CA: Jossey-Bass, 224 p.). Professor of Human Resource Development and Program Director of Overseas Programs (George Washington University). Leadership; Communication in management; Questioning. 

Roger L. Martin (2007). The Opposable Mind: How Successful Leaders Win Through Integrative Thinking. (Boston, MA: Harvard Business School Press, 210 p.). Dean of the Rotman School of Management (University of Toronto). Leadership--Psychological aspects; Thought and thinking; Contradiction; Problem solving; Decision making; Successful people--Interviews. Need to understand, emulate how exceptional leaders think (not what they do) - integrative thinking, creatively resolving tension in opposing models by forming entirely new, superior ones; integrative thinkers diagnose, synthesize, ask probing questions; model for strengthening integrative thinking skills by drawing on different kinds of knowledge (conceptual, experiential knowledge).

Keith R. McFarland (2008). The Breakthrough Company: How Everyday Companies Become Extraordinary Performers. (New York, NY: Crown Business, 288 p.). Columnist for BusinessWeek, former CEO of two technology companies. Organizational effectiveness; Industrial management; Organizational change; Leadership. Nine companies broke through to major-player status: 1) "crown the company" not  founders, 2) safety comes in constantly upping ante against competitors, 3) three ways to navigate verge of breakthrough, 4) surround company with networks of outside resources; enlist aid of people willing to question firm’s assumptions.

Blythe J. McGarvie (2005). Fit in, Stand Out: Mastering the FISO Factor for Success in Business and Life. (New York: McGraw-Hill, 213 p.). Founder and President of Leadership for International Finance (former Executive Vice President and Chief Financial Officer of BIC Group). Executive ability; Leadership; Interpersonal relations; Performance; Success in business. Team player while simultaneously advocating change and fostering long-term growth.

Stephen A. Miles and Meredith D. Ashby ; Heidrick and Struggles International (2002). Leaders Talk Leadership: Top Executives Speak Their Minds. (New York, NY: Oxford University Press, p.). Leadership; Executive ability; Executives--Training.

Nikos Mourkogiannis (2006). Purpose: The Starting Point of Great Companies. (New York, NY: Palgrave, 272 p.). Senior Executive Advisor on Leadership to Booz Allen Hamilton. Business planning; Leadership. Set of values that defines an organization, inspires, motivates employees; essential first step toward lasting success.

Afsaneh Nahavandi (2006). The Art and Science of Leadership. (Upper Saddle River, NJ: Pearson/Prentice Hall, 344 p. [4th ed.]). Former Director of the MBA Program at the West School of Management (Arizona State University). Leadership; Leadership--Cross-cultural studies.

Burt Nanus; foreword by Warren Bennis (1992). Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization. (San Francisco, CA: Jossey-Bass, 237 p.). Leadership. 

Thomas J. Neff & James M. Citrin; with Paul B. Brown (1999). Lessons from the Top: The Search for America's Best Business Leaders. (New York, NY: Doubleday, 432 p.). Managing Directors (SpencerStuart). Leadership; Executive ability; Success in business; Management.

Thomas J. Neff and James M. Citrin, with Catherine Fredman (2004). You're in Charge, Now What?: The 8 Point Plan. (New York, NY: Crown Business, 320 p.). Managing Directors (SpencerStuart). Executive ability; Leadership; Strategic planning; Corporate culture; Organizational change. 

Robert P. Neuschel (2005). The Servant Leader: Unleashing the Power of Your People. (Evanston, IL: Northwestern University Press, 138 p.). Former Army officer. Consultant, Business Professor. Leadership. Importance of being a leader who serves his charges in order to lead them better. 

Joseph S. Nye, Jr. (2008). The Powers To Lead. (New York, NY: Oxford University Press, 226 p.). University Distinguished Service Professor (Harvard University's Kennedy School of Government). Political leadership; Leadership; Executive ability; Interpersonal communication. NNature of leadership - soft power approaches that seek to attract, inspire, persuade rather than dictate supplanted hard power approaches of earlier military-industrial eras; most effective leaders are those who combine hard, soft power skills in proportions that vary with different situations (smart power). 12 principles of leadership.

Mukul Pandya and Robbie Shell (2005). Nightly Business Report Presents Lasting Leadership: What You Can Learn from the Top 25 Business People of Our Times. (Upper Saddle River, NJ: Wharton School Pub., 266 p.). Leadership; Businesspeople; Industrial management. Corporate culture to brand management, risk-taking to pricing.

Rajeev Peshawaria (2011). Too Many Bosses, Too Few Leaders: The Three Essential Principles You Need to Become an Extraordinary Leader. (New York, NY: Free Press, 256 p.). Former Chief Learning Officer at Morgan Stanley, Coca-Cola. Leadership. Difference between those who are simply bosses, those who are superior leaders; difference between those who continue to rise to top levels, those who get stuck along way; 3 core principles at foundation of the best leadership: 1) great leaders clearly define their purpose and values; 2) nobody can motivate another person because everyone comes premotivated; 3) leader’s job - create conditions that will harness energy of others (not directly produce results); how extraordinary leaders marshal, sustain level of energy in themselves that is required, how they enlist core group of proficient co-leaders; how to harness energy, talents of those at all levels of an organization, ignite their motivation ('RED' guidelines for addressing their core needs concerning their Role, their work Environment, their career Development); Brains, Bones, and Nerves framework (clear strategy for competitive advantage, optimal organizational structure, highly cooperative and motivated company culture); Mulally’s achievement at Ford, Mack’s at Morgan Stanley; how Harvey Golub, Ken Chenault successfully restored American Express to long-term sustainable growth; how Neville Isdell turned Coca-Cola Company around; continuing prowess of Jeff Bezos in growing Amazon.

Tom Peters, Nancy Austin (1985). A Passion for Excellence: The Leadership Difference. (New York, NY: Random House, 437 p.). Industrial management--United States.

Tom Rath, and Barry Conchie (2009). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow. (New York, NY: Gallup Press, 216 p.). Gallup Global Practice Leader (workplace research and leadership consulting); Leads Gallup's Executive Leadership Consulting. Leadership. Three keys to being more effective leader: 1) know your strengths, invest in others' strengths; 2) get people with right strengths on your team; 3) understand, meet four basic needs of those who look to you for leadership.

Andrew Razeghi (2006). Hope: How Triumphant Leaders Create the Future. (San Francisco, CA: Jossey-Bass, 272 p.). Adjunct Professor at Kellogg School of Management (Northwestern University). Success; Fortune; Hope; Leadership. In moments of uncertainty, why do some leaders succeed while others fail? 

John E. Rehfeld (1994). Alchemy of a Leader: Combining Western and Japanese Management Skills To Transform Your Company. (New York, NY: Wiley, 251 p.). Industrial management.

Jonas Ridderstrale and Mark Wilcox (2008). Re-Energizing the Corporation: How Leaders Make Change Happen. (Hoboken, NJ: Jossey-Bass, 204 p.). Swedish Management Group; RedThread Consulting. Leadership; Organizational change; Management. How to make positive change happen; built on 3e leadership mode (Envisioning, Engaging, Executing); create compelling pictures of future of organization; build following of individuals committed to getting vision into reality; maximize team performance to deliver.

Michael A. Roberto (2005). Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus. (Upper Saddle River, NJ: Wharton School Pub., 278 p.). Faculty Member (Harvard Business School). Decision making; Conflict management; Leadership. 

Robert H. Rosen with Paul B. Brown (1996). Leading People: Transforming Business from the inside Out. (New York, NY: Viking, 386 p.). Leadership; Entrepreneurship--United States; Management--United States.

Robert H. Rosen (2008). Just Enough Anxiety: The Hidden Driver of Business Success. (New York, NY: Portfolio, 256 p.). Leadership; Performance anxiety; Success. Anxiety helps to concentrate, learn, relate to people, think more creatively, deliver better results; how ability to manage anxiety brings out best performance, enables builds great teams, inspires, challenges organizations.

Lance Secretan (2004). Inspire!: What Great Leaders Do/a>. (Hoboken, NJ: Wiley, 233 p.). Leadership. Key to extraordinary long-term performance lies in a transformational commitment to inspiring people rather than motivating them.

Jeffrey Sonnenfeld, Andrew Ward (2007). Firing Back: How Great Leaders Rebound After Career Disasters. (Boston, MA: Harvard Business School Press, 320 p.). Lester Crown Professor in the Practice of Management (Yale School of Management); Assistant Professor at the Terry College of Business (University of Georgia). Crisis management; Leadership; Executives; Success in business. 5-step recovery process: 1) "Fight, not flight" (face the difficult situation), 2) "Recruit others into battle" (enlist right assistance), 3) "Rebuild heroic stature" (spread true nature of the adversity), 4) "Prove your mettle" (regain trust, credibility), 5) "Rediscover the heroic mission" (clear the past, chart the future.

Douglas B. Sosnik, Matthew J. Dowd and Ron Fournier (2006). Applebee’s America: How Successful Political, Business, and Religious Leaders Connect with the new American Community. (New York, NY: Simon & Schuster, 260 p.). Former Strategist in Clinton White House; Former Strategist for President Bush's Two Political Campaigns; Former National Political Writer at The Associated Press. Leadership--United States; Leadership--United States--Case studies; Organizational change--United States; Business enterprises--United States; United States--Politics and government; United States--Civilization. Keys to winning leadership - earn loyalty, support of people by understanding and sharing their values and goals.

Robert J. Thomas (2008). Crucibles of Leadership: How To Learn from Experience To Become a Great Leader. (Boston, MA: Harvard Business Press, 264 p.). Executive Director of Accenture's Institute for High Performance Business, Galvin Professor of Leadership at the Fletcher School of Law and Diplomacy (Tufts University). Leadership; Executive ability. What matters most is what one makes of experience, particularly traumatic, often unplanned crucible events that challenge identity as leader; approach to learning, regimen tailored to individual aspirations, motivations, learning styles - Personal Learning Strategy.

Neal Thornberry (2006). Lead like an Entrepreneur: Keeping the Entrepreneurial Spirit Alive within the Corporation. (New York, NY: McGraw-Hill, 272 p.). Faculty Director, School of Executive Education (Babson Collage). Entrepreneurship; Leadership. How to foster innovation at enterprise, market, operational, unit levels.

Noel M. Tichy, Mary Anne Devanna (1986). The Transformational Leader: The Key to Global Competitiveness. (New York, NY: Wiley, 306 p.). Organizational change; Leadership.

Noel Tichy with Eli Cohen (1997). The Leadership Engine: How Winning Companies Build Leaders at Every Level. (New York, NY: Harper Business, 367 p.). Leadership; Executives--Training of.

Noel M. Tichy with Nancy Cardwell (2002). The Cycle of Leadership: How Great Leaders Teach Their Companies To Win. (New York, NY: HarperCollins, p.). Leadership; Executive ability; Organizational learning; Organizational effectiveness.

Noel Tichy and Warren Bennis (2007). Judgment: How Winning Leaders Make Great Calls. (New York, NY: Portfolio, 288 p.). Professor at the Ross School of Business (University of Michigan); University Professor, Distinguished Professor of Business Administration (University of Southern California). Leadership. Quality of leader’s judgment determines fate of  entire organization; essence of leadership; framework for making tough calls when stakes are high, right path far from obvious; how to recognize critical moment before judgment call, when swift, decisive action is essential, how to execute decision after call.

Granville N. Toogood (2005). The Articulate Executive in Action: How the Best Leaders Get Things Done. (New York, NY: McGraw-Hill, 177 p.). Communication in management; Success in business. Communication tactics executives use to create success. 

Dave Ulrich, Jack Zenger, Norm Smallwood (1999). Results-Based Leadership. (Boston, MA: Harvard Business School Press, 234 p.). Leadership; Executive ability.

Michael l Useem (2006). The Go Point: When It’s Time To Decide: Knowing What To Do and When To Do It. (New York, NY: Crown Business, 275 p.). William and Jacalyn Egan Professor of Management at the Wharton School (University of Pennsylvania). Decision making; Leadership. Moment of truth when you have to say "yes" or "no", when it’s time to get off the fence. How to master the art and science of being decisive. 

Ed. Robert P. Vecchio (2007). Leadership: Understanding the Dynamics of Power and Influence in Organizations. (Notre Dame, IN: University of Notre Dame Press, 616 p. [2nd ed.]). Franklin D. Schurz Professor of Management (University of Notre Dame). Leadership; Executive ability. Classic essays by major figures in field of leadership.

Michael Watkins (2003). The First 90 Days: Critical Success Strategies for New Leaders at All Levels. (Boston, MA: Harvard Business School Press, 253 p.). Leadership; Executive ability; Strategic planning; Management.

William Welter, Jean Egmon (2005). The Prepared Mind of a Leader: Eight skills Leaders Use To Innovate, Make Decisions, and Solve Problems. (San Francisco, CA: Jossey-Bass, 304 p.). President of Adaptive Strategies; Director of the Complexity in Action Network, Faculty at the Kellogg School of Management (Northwestern University). Leadership; Decision making. 1) Observing, 2) Challenging, 3) Reflecting, 4) Reasoning, 5) Imagining, 6) Deciding, 7) Learning, 8) Teaching. 

B. Joseph White (2006). The Nature of Leadership: Reptiles, Mammals, and the Challenge of Becoming a Great Leader. (New York, NY: American Management Association, 200 p.). President of the University of Illinois. Leadership; Success in business. Tough or warm, as particular circumstances dictate; passion to develop talented people, ability to innovate and create change (Abraham Lincoln, Jack Welch, Steve Jobs, Martin Luther King).

David J. Wilkinson (2006). The Ambiguity Advantage: What Great Leaders Are Great At. (New York: Palgrave Macmillan, 224 p.). Head of Professional Development (Cranfield University). Leadership; Ambiguity; Uncertainty; Management--Psychological aspects. Key factor for great leadership is ability to recognize, explore, profit from ambiguous and chaotic situations and to lead others through them.

Ed. J. Thomas Wren (1995). The Leader’s Companion: Insights on Leadership Through the Ages. (New York, NY: Free Press, 554 p.). Associate Professor, Jepson School of Leadership Studies (University of Richmond). Leadership--History. Collection of 64 readings from over 2,000 years of writing on leaders and leadership.

Douglas A. Hicks Wren, Terry L. Price, Eds. J. Thomas (2004). Traditional Classics on Leadership, Vol. 1. (Northampton, MA: Elgar, 339 p.). Associate Professor, Assistant Professor, Assistant Professor at Jepson School of Leadership Studies (University of Richmond). Leadership.

Douglas A. Hicks Wren, Terry L. Price, Eds. J. Thomas (2004). Modern Classics on Leadership, Vol. 2. (Northampton, MA: Elgar, 493 p.). Associate Professor, Assistant Professor, Assistant Professor at Jepson School of Leadership Studies (University of Richmond). Leadership.

Douglas A. Hicks Wren, Terry L. Price, Eds. J. Thomas (2004). New Perspectives on Leadership, Vol. 3. (Northampton, MA: Elgar, 670 p.). Associate Professor, Assistant Professor, Assistant Professor at Jepson School of Leadership Studies (University of Richmond). Leadership.

Gary Yukl (2001). Leadership in Organizations. (Upper Saddle River, NJ: Prentice Hall, 508 p. [5th ed.]). Leadership; Decision making; Organization.

Abraham Zaleznik (1966). Human Dilemmas of Leadership. (New York, NY: Harper & Row, 236 p.). Industrial sociology; Executives; Leadership.

--- (1989). The Managerial Mystique: Restoring Leadership in Business. (New York, NY: Harper & Row, 307 p.). Management; Leadership; Executive ability.

Abraham Zaleznik and Manfred F.R. Kets de Vries (1985). Power and the Corporate Mind. (Chicago, IL: Bonus Books, 288 p. [2nd ed.]). Executives--Psychology; Leadership; Political psychology; Psychoanalysis.

Dale E. Zand (1997). The Leadership Triad: Knowledge, Trust, and Power. (New York, NY: Oxford University Press, 221 p.). Leadership; Decision making; Control (Psychology); Trust.

Bryn Zeckhauser, Aaron Sandoski (2008). How the Wise Decide: The Lessons of 21 Extraordinary Leaders. (New York, NY: Crown Business, 212 p.). Senior Fellow, Mossavar-Rahmani Center for Business and Government. Decision making; Thought and thinking; Problem solving. Formulae used by twenty-one of  world’s most extraordinary leaders to make consistent and smart decisions.

John H. Zenger, Joseph Folkman (2002). The Extraordinary Leader: Turning Good Managers into Great Leaders. (New York, NY: McGraw-Hill, 296 p.). Leadership.



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The Academy of Leadership's mission is to promote leadership knowledge and practices that empower all those who strive for a just, equitable and thriving society, with special attention to those historically underrepresented in leadership.

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The Leadership Institute seeks to prepare the next generation of leaders in business, the professions and the public sector for a 21st century characterized by greater diversity, technological complexity, social and organizational democracy and global interdependence. In addition to the belief that leaders are made, not born, The Leadership Institute's underlying convictions are as follows: 1) the most important lessons of leadership are learned in real-life situations, therefore the Institute works with real-world organizations and institutions as models of leadership evolve, 2) learning to lead is an on-going process and the Institute will be a model for life-long learning, 3) leadership changes with the times, and the Institute will strive to be at the forefront of understanding the new demands on leaders, and 4) leadership transcends gender, race, religious beliefs, socio-economic status and nationality.

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